| Another view on the importance of business | | | | watch the Grand Prix regularly know that there |
| architecture, different than The "Da Vinci case | | | | are some good pilots. An example of a good pilot |
| (1)," comes from the Formula One (Grand Prix). | | | | and a personal favorite is Fernando Alonso. Why |
| The Formula One offers a different but very | | | | is he a good pilot; well, having won two F1 World |
| interesting case as a parallel for business | | | | Championships should be a sufficient criteria to tell |
| management. | | | | so. He is currently the only driver with two World |
| The Formula One is different from other sports | | | | Championship titles. |
| much because of the vehicle. In Cycling, the | | | | Unfortunately, the vehicle he is using is not the |
| vehicle does also matter and even in ice-skating | | | | best in town. Best vehicles are those from brands |
| the equipment has an influencing role in the sports | | | | like Ferrari and Mercedes-McLaren. Than there is |
| results, but not as much as Formula One. | | | | the influence of fuel-providers. Ferrari works |
| In business the human resources are always seen | | | | together with Shell, Renault is partner with Elf. |
| as the decisive component in the results of the | | | | One is a global brand of the first league (Shell is |
| company, and that is including the management | | | | #93 in the top 100 of global brands), ELF doesn't |
| and their applied method. But human resources | | | | occur amongst the top brands. |
| not only affect the results, they do so by building | | | | The Warren-Buffets of these world are looking to |
| "vehicles" that are used for the same production. | | | | invest in companies that are the Ferraris of the |
| Examples of these are: information systems. It is | | | | F1 (business) in combination with drivers |
| possible to build these or to buy them in the | | | | (management) like Alonso. Business architecture is |
| market, but the quality of the information | | | | like that. In that case, change the vehicle for the |
| systems and their use define the success of the | | | | business and the driver for management. |
| organization too. As much as human resources do. | | | | Solid business with high possible growth rates and |
| Other vehicles are: the buildings itself - modern | | | | the best management is obviously what makes |
| designed buildings may positively influence the | | | | perfect business architecture. Great management |
| working climate and indirectly improve the | | | | but poor business, will not end up in Warren's |
| performance of the organization. | | | | portfolio. |
| The best business architecture is that where not | | | | It is not hard to manage a great business. A lot |
| only the employees, management and methods | | | | more difficult is it to manage a business in decline |
| are solid and successful, but where the other | | | | or a business that is not passionate. Really great |
| business components are also influencing, like the | | | | managers are those that make something good |
| mentioned information systems. | | | | out of a lousy "vehicle". |
| Now back to the formula One races. Those who | | | | |